Guidance Notes on JNCC s Performance Management System

Transcription

1 Guidance Notes on JNCC s Performance Management System Background The fundamental aim of any performance management system is to enable organisations, and the people within them, to perform well. This system has been developed to provide a simple framework that encourages good management practices, adds value to the organisation and supports individual development. The performance agreement should be a working document that is amended and updated throughout the year, recording objectives set, monitoring progress against these objectives, reflecting any changing priorities and supporting individual development. Action before the start of the reporting year The reporting year for all JNCC employees, including those on both permanent and fixed term appointments, is from 1 April to 31 March. (See separate timetable of activities). Before the start of the reporting year the JNCC s corporate/operational plan will have been agreed and, where appropriate, team managers may have prepared team plans that identify their part in achieving the corporate objectives. This information, together with corporate project planning documentation, should be used when formulating individual objectives. In this way, each member of staff should be able to see how they are contributing to achieving the organisational objectives. Process The start of the cycle setting objectives During April, Line Managers should arrange to meet with all direct reportees to agree individual objectives for the forthcoming year. The job description for the post should also be reviewed at this meeting to ensure that it still accurately reflects the role. The competency profile should then be reviewed to identify any competencies where the reportee requires further development. Following this meeting, the agreed objectives and any competency development required should be recorded by the postholder at Section 1A) of the performance agreement. The personal development plan (PDP), at section 4) of the performance agreement, should also be updated by the postholder to reflect any training or development identified. The agreed objectives should indicate the key results expected and how success will be measured. Interim informal reviews Informal performance reviews can be carried out as and when required to discuss progress against objectives and any outstanding issues. The format and frequency of these meetings will be determined by individual/business needs. The content of these meetings need not be recorded in writing but this information may be useful when completing the formal half yearly and annual reviews. However, if any changes to agreed objectives or competency development are discussed and agreed, the performance agreement should be updated to reflect this. 1

2 Half yearly review At the beginning of October, Line Managers should arrange to meet with their direct reportees to carry out a formal half yearly review. In preparation for this meeting, the postholder should complete section 1B) of the performance agreement, noting the results achieved against each objective and any action taken toward competency development during the first half of the appraisal year. The Line Manager will need access to the updated agreement before the meeting and should also carry out any additional preparation they may need to make. During the review meeting all aspects of performance should be discussed and the Line Manager should provide feedback on the postholder s performance. The discussions should include progress against agreed objectives and competency development and any work problems that may exist. In addition, the targets themselves should be reviewed to ensure that they are still valid and take account of any change in priorities or events beyond the postholder s control. Following this meeting, any agreed amendments to the objectives and to the results achieved should be made. The PDP should also be updated as appropriate. Following the half yearly review, the Line Manager should complete Section 2 Line Manager s comments of the performance agreement, noting any additional comments they have to make regarding the postholder s performance and development within their role during the first half of the appraisal year. Once the Line Manager has added their comments to the form, the postholder should add any comments they may have regarding their performance during the first half year at Section 3 of the performance agreement. Annual review/appraisal During April, Line Managers should arrange to meet with their direct reportees to carry out the annual appraisal. In preparation for the appraisal, the postholder should complete section 1C) of the performance agreement, noting the overall results achieved against agreed performance objectives and competency development. Line Managers will again need access to the updated agreement before the meeting and should carry out any additional preparation they may need to make. During the meeting all aspects of performance should be discussed and the Line Manager should provide feedback on the postholder s performance. The discussions should include progress against agreed objectives and competency development throughout the year and any reasons for under or over achieving against targets. Following the annual review, the Line Manager should again complete the relevant part of Section 2 Line Manager s comments of the performance agreement, noting any additional comments they have to make regarding the postholder s performance and development within their role throughout the year. In addition, the Line Manager should 2

3 provide an overall performance rating, which should take account of performance throughout the whole of the year, as follows:- Exceeding standard Has consistently exceeded objectives/targets and continually performed beyond normal expectations Achieving standard Achieved all objectives/targets (as amended during the course of the year) and has met the normal expectations of the role Approaching standard Most objectives/targets were met but weaknesses requiring improvement have been identified Below standard Many aspects of the job were performed below the standard expected Individuals must receive a rating of approaching standard or above to qualify for the annual incremental pay rise. Once the Line Manager has added their comments to the form, the postholder should again add any comments they have to make regarding their performance during the year at the relevant part of Section 3 of the performance agreement. Following the annual appraisal, once all actions as outlined above have been carried out, the performance agreement should be printed out and signed by both the postholder and the Line Manager, to confirm that it is an accurate reflection of the agreed objectives and competency development required and of the progress towards meeting these objectives and personal development. The hard copy should then be forwarded to the Countersigning Officer, who is required to sign the form to indicate that they endorse the comments made. The Countersigning Officer may add any additional comments if they wish. The fully completed document should be forwarded to Personnel and will be retained on individuals personnel files for 3 years. Storing/saving the document It should be agreed between the postholder and the Line Manager how and where the performance agreement will be stored so that both parties can gain access to it throughout the year as required. The performance agreement has been designed to capture the relevant signatures at the end of the process, so that it can remain electronic up to this point. If the decision is made to store this document on a shared drive, please ensure that password protection is added to the document to maintain confidentiality. Problems with performance Problems with performance identified either following a formal review or at any other time throughout the year should be looked into straight away. Further information on handling under-performance is available on the personnel pages of the intranet. If a rating of below standard is awarded following an annual appraisal, action under the under-performance policy should either already be in progress or should be immediately instigated. Where a rating of approaching standard is awarded, the Line Manager should be working with the postholder to address the shortfall in performance. This may often apply to individuals who are new to their role. 3

4 Disagreements If a disagreement regarding the performance agreement, including comments made or the rating awarded following the annual appraisal, cannot be settled by informal discussions with the Line Manager and/or Countersigning Officer, then the postholder should raise their complaint through the normal grievance procedures. The grievance procedure can be found on the personnel pages of the intranet. Starting during the appraisal year A performance agreement should be instigated for all new joiners, regardless of the time of year at which they join. The Line Manager should agree the objectives and any competency development required at the start of this period but should take into account the amount of time left remaining to the end of the normal appraisal year. The probation process will supplement this procedure but will not replace it. Change in role As with a new joiner, an individual moving into a new position will need to agree a new performance agreement with their new Line Manager. A record of their performance at the point of leaving the previous role should be made and agreed with the previous Line Manager and this information should be taken into account when conducting the next formal review. Organisation-wide objectives All Line Managers and Countersigning Officers should include an ongoing objective within their own performance agreement to carry out their responsibilities for managing their staff throughout the year at the appropriate times. This includes agreeing objectives at the start of the appraisal year, performance reviews throughout the year and carrying out the annual appraisal. All staff should include an ongoing objective within their performance agreement concerning their responsibilities towards themselves and others in respect of Health and Safety. Responsibilities Postholder Ownership of the performance agreement lies with the postholder. The postholder is responsible for updating the performance agreement with agreed objectives and competency development, any agreed revision to objectives and competency development, recording their performance against their objectives and maintaining their personal development plan. The postholder should also ensure that the updated document is available for the Line Manager to complete their relevant sections. 4

5 Line Manager The Line Manager is responsible for ensuring that the staff appraisal process is completed satisfactorily. The Line Manager should ensure that objectives are agreed at the start of the appraisal year and should then make time to review individuals performance throughout the year. At review meetings, Line Managers should provide feedback on performance, identify any changes required to objectives and work with individuals to resolve any problem areas and address any development needs. Countersigning Officer (usually the Line Manager s Line Manager) The Countersigning Officer should ensure that standards of reporting are consistent across their staff. They may also be called upon to resolve any disagreements relating to the process between the Line Manager and reportee. Personnel Personnel are able to offer support and advice on carrying out the above process and other related issues that may arise during the process. 5

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